What does a good corporate culture include?

Generally speaking, there are the following aspects: business philosophy, employment philosophy, management system, enterprise purpose, management model, implementation model, working environment and welfare treatment. Corporate culture is the soul of an enterprise, affecting the thoughts of employees at all levels, affecting the decisions of employees at all levels, and directly determining the company's performance. Therefore, at present, all enterprises with a little vision attach great importance to the construction of corporate culture, invest considerable manpower and material resources, sum up a number of inspiring slogans, print a number of exquisite brochures, engage in several large-scale cultural activities and publish several publications, and think that cultural work has been done well. However, things did not develop in the direction expected by the company leaders. Employees are still former employees, and their thoughts are still the same. The cultural atmosphere of the company has not really been established, but the relevant leaders lament that the passion, tolerance, dedication and development when starting a business are all gone. Why is this happening? The main reason is that these corporate culture builders ignore the natural law of corporate culture construction, are eager to achieve success, set their work goals too high, which directly leads to the serious disconnection between related work and reality, and have done some unrealistic work, which of course cannot achieve the expected results. In my opinion, in order to carry out corporate culture work comprehensively and solidly, we must study corporate culture and the company's current situation, let corporate culture advance in contradiction and improve in collision, let some behaviors of the company grow into behavioral culture, and let some personalized ideas of the company gradually precipitate into corporate culture orientation, so that our cultural construction can really achieve results. First, the form of corporate culture propaganda must be gradual. Use different representations for different objects. If you are a new employee, even if you follow the script of corporate culture handbook, as long as you highlight the key points, the effect is good, because the first impression is always the deepest. However, with the increase of new employees' working hours and their understanding of the company, we must conduct a more profound and targeted training when they have been employed for 2-3 months, so that they can understand why we are implementing the current concept and what benefits it will have on our work. We must give new employees a fixed cultural training when they join the company. For employees who have worked in the company for a long time, the focus of our cultural training should be different, mainly comparing the company's cultural standards, such as corporate philosophy, core values, corporate basic law and so on. Discuss current events and phenomena in the company together, praise those that are in line with cultural orientation and criticize those that run counter to cultural orientation in the debate, and ensure that our thoughts are relatively consistent, so that our work will certainly have a better cultural orientation and cultural atmosphere. Second, set a benchmark for corporate culture. The old employees of the company will always be the role models for new employees to learn, and the role models of various industries of the company will also be the role models for employees to keep learning. Benchmarking rules cannot be ignored, especially when employees are confused. For example, those employees who can practice the spirit of corporate culture are promoted or given special treatment; Another example is to clarify the learning mode of our corporate culture construction in the industry or nationwide, find the gap against the benchmark, set the goal, take measures and implement it; For another example, in the process of corporate culture construction, stories that easily affect employees are extracted and widely publicized as a benchmark for behavior. As long as we do a good job of benchmarking at all levels, we will certainly establish a good incentive-oriented cultural atmosphere. Third, the core part of corporate culture must be fully and orderly expressed in time and space. The company's vision, mission, core values, talent view, work view, service view, CI and other core parts must be well displayed in various places, time periods and work priorities of the company. The most important part of corporate culture externalization-the application of company CI must be timely, reasonable and orderly; The values of corporate culture must be displayed in a conspicuous place; Corporate cultural work must be decomposed into the work plans of various departments, and the cultural work must be raised to a considerable height, culture-oriented, and embodied in the work; Corporate culture must design different assessment scales and work behavior evaluation forms for everyone, everyone, every department and every group. Every month, half a year, and every year, the degree of completion of cultural work in each unit is different, which directly determines the work performance level of the unit. Fourth, there must be a carrier for employee information exchange. Corporate culture is to solve problems, so we must be able to grasp the ideological trends of employees and know what they really want. However, the measures taken by some units are that each department appoints a person to regularly report the employees' state of mind in writing, which is often a mere formality. A better job is to set up suggestion boxes, internal publications, BBS, staff forums, communication meetings, symposiums, general manager meetings, etc. In fact, the carrier of information exchange should have the channel of information source on the one hand, and the channel of employee information processing and feedback on the other hand, forming a closed loop of information flow, so that information can enhance the cultural realm of the company in interaction. Fifth, we should transform core values into employees' peers as the standard. Core values are purely ideological things and the ultimate criterion of work behavior, but they are not operational because they emphasize the result of culture and do not pursue the process of cultural formation. Therefore, what we cultural workers have to do is to refine the results we want into our work behavior, to decompose our work culturally, to transform values into personal standards of action for employees, and to transform them into the same standards of behavior for employees in the company. If the company advocates openness, how can a company clerk embody openness? Be sure to give him a specific code of conduct, such as how to answer the phone, what to pay attention to when waiting for guests, and what attitude to colleagues' different opinions. Let everyone know at a glance when they come to this position, and do so in their work. Our cultural work will certainly reflect the company's core values and have a unified external image. Six, corporate culture must be fully responsible by the department responsible for human resource management. The main work of corporate culture is realized through human resources, such as effective staff incentive means, the construction of good communication environment, the improvement of staff quality and ability, the all-round construction of learning organization, the career development channels and planning of staff, and the adjustment of staff welfare, all of which need the strong support of human resources management. Without the support of human resource management, corporate culture will be water without a source, without a root, and cannot form its own characteristics. Therefore, in order to effectively carry out corporate culture work, we must organically combine human resource management with corporate culture. It is best for the human resources department to be fully responsible for and coordinate the company's human resources management and corporate culture, so that the corporate culture can truly reach the hearts of employees and let employees grow up in the construction of corporate culture. Seven, every activity organized by the company must have the theme of corporate culture. If activities are purely for the sake of activities, the best effect is to make everyone happy. If the theme of corporate culture is integrated into various activities, wouldn't it kill two birds with one stone? For example, organize speeches to discuss the company's core values, learn and discuss the company's ideas, and organize employees to carry out essay competitions with communication skills as the theme for the company's production and operation. , can carry forward the company culture in the activity, and make culture become our work habit in a quiet way. Eight, we must establish a good social image of the company. A good social image is the best embodiment of cultural construction. When we talk about famous companies, we are often jealous because we are not a member of this excellent company. We will be particularly excited to hear others' comments on our company, because we have been recognized by the society and our contribution has been recognized by the society. This is the biggest source of pride for our employees, and it is also the construction of the company. This mainly comes from the value we have created for the society, the social obligations we have fulfilled, and the good reputation evaluation and promotion of customers, partners and employees. We must attach great importance to and take action.